When transforming a company or culture, it’s critical that you create emotional connections with stakeholders to ensure a smooth and successful transition. We help create a strategy and simplified messages and then engage your stakeholders through storytelling, purpose-driven communication and dialogue.
Case Study
Challenge
One of the largest financial institutions in the world established a goal to create a World Class Communication function by doing work that continually enhances the corporate reputation internally and externally, and is viewed by leaders as a key driver of business success. This would require that the function start doing more strategic work and stop doing some of the more tactical work for which people had come to depend on them.
Solution
By partnering with Corporate Communication using our five-step Communication Transformation Process, we helped them make a significant change in the work they are doing and the way they were perceived. The initiative addressed the following:
Definition of the Business Model – The business case for this change was built using a combination of international research and organization-specific data. As part of building leadership buy-in, we also identified the Corporate Communication business model by visioning their work on a continuum with descriptors such as tactical vs. strategic, client driven vs. business driven and difficult to value vs. measurable.
The Work – Once the vision was agreed upon, the implementation work included a communication audit to use as a benchmark and set priorities, clear definition of work that would be in and out of scope in the future model, leader and manager workshops to provide them with the skills and tools to be better communicators, a proactive media strategy, and a metrics and measurement plan.
The Team – A plan was developed to engage all Corporate Communication employees in the new strategy and ensure they each understood the role they will play. Skills workshops were conducted to help them transition to their new roles and recognition was a key component in reinforcing the desired behaviors.
Tools and Processes – A playbook was created to provided tools and processes to be used in executing the new communication vision. A supporting website and measurement tools were also key support tools.
Clients – Recontracting toolkits were created to help the communication team generate excitement and create new expectations with their clients.
Results
The staff was able to create new service level agreements with their clients successfully upscaled the work they do to have more strategic impact
The engagement scores of the Corporate Communication Staff rose to 96 percent
Case Study
Challenge
One of the largest financial institutions in the world established a goal to create a World Class Communication function by doing work that continually enhances the corporate reputation internally and externally, and is viewed by leaders as a key driver of business success. This would require that the function start doing more strategic work and stop doing some of the more tactical work for which people had come to depend on them.
Solution
By partnering with Corporate Communication using our five-step Communication Transformation Process, we helped them make a significant change in the work they are doing and the way they were perceived. The initiative addressed the following:
Definition of the Business Model – The business case for this change was built using a combination of international research and organization-specific data. As part of building leadership buy-in, we also identified the Corporate Communication business model by visioning their work on a continuum with descriptors such as tactical vs. strategic, client driven vs. business driven and difficult to value vs. measurable.
The Work – Once the vision was agreed upon, the implementation work included a communication audit to use as a benchmark and set priorities, clear definition of work that would be in and out of scope in the future model, leader and manager workshops to provide them with the skills and tools to be better communicators, a proactive media strategy, and a metrics and measurement plan.
The Team – A plan was developed to engage all Corporate Communication employees in the new strategy and ensure they each understood the role they will play. Skills workshops were conducted to help them transition to their new roles and recognition was a key component in reinforcing the desired behaviors.
Tools and Processes – A playbook was created to provided tools and processes to be used in executing the new communication vision. A supporting website and measurement tools were also key support tools.
Clients – Recontracting toolkits were created to help the communication team generate excitement and create new expectations with their clients.
Results
The staff was able to create new service level agreements with their clients successfully upscaled the work they do to have more strategic impact
The engagement scores of the Corporate Communication Staff rose to 96 percent
